Retail & consumer, measured where it happens.
Retail management packs are organised by category, which is why nobody can see that a fifth of the range is paying for the rest. Our retail work starts by rebuilding the margin from the ledger (by product, store and basket) and then tests every change on the shelf before asking the whole estate to make it.
S.04 · 8 engagements · 2 published
On the record in retail & consumer.
Commercial operating model at Ostro Retail Group
The pricing work needed a team to keep it true. A year later the team exists, was hired with us in the room, and runs without us.
19
roles hired and running, zero contractors
People & Organisation
Read the caseWhat is going wrong.
01
Revenue up, margin down, cause unknown
Every category manager has a reason, and the pack cannot show which customers or products are causing it.
02
Stock-outs where nobody reports them
The worst-served stores are the least able to say so.
03
Prices tested once, wrong within a year
A repricing without a pricing function decays.
What we do about it.
Strategy & Growth
Rebuild the margin map
Contribution by product, store and basket; two ranges usually exit.
Digital & AI
Fix replenishment where it is worst
Rolled out worst-served stores first, so the hard cases prove it.
People & Organisation
Build the function that keeps it true
A pricing team hired with us in the room, running without us in a year.
Agree the number before the work starts.
The audit / four weeks
A.01One figure, agreed in writing before any work
A.02£45–65k, fixed, whatever the audit finds
A.03It prices the stage after it, so nothing is bought blind